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Harnessing Human Resources in the Public Sector

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  • J. Douglas Grant
  • Hans Toch

    (Social Action Research Center, San Raphael and State University of New York, Albany)

Abstract

Contemporary reform efforts in the public sector are more prone to be Tayloristic or traditional than those in the private sector. This fact is paradoxical, because a number of attributes of public sector organizations-including uncircumscribed technology, professional responsibilities of staff, inhouse promotion of managers-suggest payoff for participatory strategies. Such strategies in the public sector can encompass clients and staff, and can include continuing 'self study' evaluation. The paper summarizes two experiments-one involving police officers, and another featuring prison guards. In both cases, research was a component of a QWL-job enrichment effort combining personal and organizational development.

Suggested Citation

  • J. Douglas Grant & Hans Toch, 1984. "Harnessing Human Resources in the Public Sector," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 5(2), pages 227-248, May.
    • Handle: RePEc:sae:ecoind:v:5:y:1984:i:2:p:227-248
    DOI: 10.1177/0143831X8452005
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